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I NTEGRITY
MANAGEMENT
SYSTEM
OPERATIONS INTEGRITY MANAGEMENT SYSTEM Chairman’s Message
■ help reinforce our belief that all safety, health and environmental
incidents are preventable
■ promote and maintain a work environment in which each of us accepts
personal responsibility for our own safety and that of our colleagues,
and in which everyone is willing and able to intervene to ensure the safety
and wellness of others
We believe these measures will help drive ExxonMobil ever closer to our goal
that “Nobody Gets Hurt.”
Lee R. Raymond
Chairman and CEO
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OPERATIONS INTEGRITY MANAGEMENT SYSTEM The Framework
ENVIRONMENTAL AND ECONOMIC NEEDS OF ALL COMMUNITIES IN WHICH WE OPERATE, AND THAT PROTECTS
THE SAFETY, HEALTH AND SECURITY OF OUR EMPLOYEES, THOSE INVOLVED IN OUR OPERATIONS, OUR
CUSTOMERS AND THE PUBLIC. THESE COMMITMENTS ARE DOCUMENTED IN OUR SAFETY, HEALTH,
ENVIRONMENTAL, PRODUCT SAFETY AND SECURITY POLICIES. THESE POLICIES ARE PUT INTO PRACTICE
SYSTEM (OIMS).
OPERATIONS INTEGRITY RISKS INHERENT IN ITS BUSINESSES. OPERATIONS INTEGRITY ADDRESSES ALL
ASPECTS OF EXXONMOBIL’S BUSINESS, INCLUDING SECURITY, THAT CAN IMPACT SAFETY, HEALTH AND
ENVIRONMENTAL PERFORMANCE.
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OPERATIONS INTEGRITY MANAGEMENT SYSTEM The Framework
THE OIMS FRAMEWORK INCLUDES 11 ELEMENTS. EACH ELEMENT CONTAINS AN UNDERLYING PRINCIPLE AND
A SET OF EXPECTATIONS. THE OIMS FRAMEWORK ALSO INCLUDES THE CHARACTERISTICS OF, AND PROCESSES
APPLICATION OF THE OIMS FRAMEWORK IS REQUIRED ACROSS ALL OF EXXONMOBIL, WITH PARTICULAR EMPHASIS
ON DESIGN, CONSTRUCTION AND OPERATIONS. MANAGEMENT IS RESPONSIBLE FOR ENSURING THAT MANAGEMENT
SYSTEMS SATISFYING THE FRAMEWORK ARE PUT IN PLACE. THE SCOPE, PRIORITY AND PACE OF MANAGEMENT-
SYSTEM IMPLEMENTATION SHOULD BE CONSISTENT WITH THE RISKS ASSOCIATED WITH THE BUSINESS.
OIMS 11 Elements
“Operations”
Driver Evaluation
2. Risk Assessment and Management
3. Facilities Design and Construction
4. Information/Documentation
5. Personnel and Training
1. Management 6. Operations and Maintenance 11. Operations
Leadership, 7. Management of Change Integrity
Commitment and 8. Third-Party Services Assessment and
Accountability 9. Incident Investigation and Analysis Improvement
10. Community Awareness and
Emergency Preparedness
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OPERATIONS INTEGRITY MANAGEMENT SYSTEM Element 1
Management establishes policy, provides perspective, sets expectations and provides the resources for successful operations.
Assurance of Operations Integrity requires management leadership and commitment visible to the organization, and
accountability at all levels.
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OPERATIONS INTEGRITY MANAGEMENT SYSTEM Elements 2 and 3
Comprehensive risk assessments can reduce safety, health, environmental and security risks and
mitigate the consequences of incidents by providing essential information for decision-making.
Inherent safety and security can be enhanced, and risk to health and the environment minimized, by using sound standards, procedures and
management systems for facility design, construction and startup activities.
3.1 Project management procedures are documented, well understood and executed by qualified personnel.
3.2 Criteria are established and procedures are in place for conducting and documenting risk assessments
at specific project stages to ensure that Operations Integrity objectives are met.
3.3 The design and construction of new or modified facilities use approved design practices and standards that:
■ meet or exceed applicable regulatory requirements
■ embody responsible requirements where regulations do not exist
■ address other important considerations, including security and Human Factors
3.4 Deviation from approved design practices and standards, or from the approved design, is permitted only after review and
approval by the designated authority, and after the rationale for the decision is documented.
3.5 Quality-assurance processes are in place, which ensure that facilities and materials received meet design specifications and that
construction is in accordance with the applicable standards.
3.6 A pre-startup review is performed and documented to confirm that:
■ construction is in accordance with specifications
■ Operations Integrity measures are in place
■ emergency, operations and maintenance procedures are in place and adequate
■ risk-management recommendations have been addressed and required actions taken
■ training of personnel has been accomplished
■ regulatory and permit requirements are met
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OPERATIONS INTEGRITY MANAGEMENT SYSTEM Elements 4 and 5
ELEMENT 4: INFORMATION/DOCUMENTATION
Accurate information on the configuration and capabilities of processes and facilities, properties of products and materials
handled, potential Operations Integrity hazards, and regulatory requirements is essential to assess and manage risk.
4.1 Drawings and other pertinent documentation necessary for sound operation and maintenance of facilities are
identified, accessible, accurate and appropriately safeguarded.
4.2 Information on the potential hazards of materials involved in operations is kept current.
4.3 Information on potential hazards associated with products, and guidance to enable proper handling, use and
disposal, are documented and communicated.
4.4 Information on applicable laws and regulations, licenses, permits, codes, standards and
practices is documented and kept current.
4.5 Pertinent records covering operations, maintenance, inspections and facility changes are maintained.
5.1 A process is in place for screening, selection, placement and ongoing assessment of
the qualifications and abilities of employees to meet specified job requirements.
5.2 Criteria are in place to ensure that necessary levels of individual and collective experience
and knowledge are maintained and are carefully considered when personnel changes are made.
5.3 Initial, ongoing and periodic refresher training is provided to meet job and
legal requirements and to ensure understanding of the proper protective measures
to mitigate potential Operations Integrity hazards. This training includes:
■ assessment of employee knowledge and skills relative to requirements
■ training documentation
■ assessment of training effectiveness
5.4 The assessment and documentation of, and feedback on, employee performance
address Operations Integrity elements.
5.5 A process for the management of personnel safety, including security-related considerations,
is in place. It is expected that:
■ employees and contractors consistently recognize and proactively mitigate operational,
procedural and physical hazards
■ employees and contractors proactively and routinely identify and eliminate
their unsafe behaviors and those of their co-workers
■ Human Factors are addressed
■ behaviors, unsafe conditions and other precursors that can lead to incidents are recorded, analyzed and addressed
5.6 A process for the management of occupational health is in place. Based upon assessed risk to personnel, exposures are
monitored, proper protective and preventive measures are implemented, early detection and diagnosis are provided, and
pertinent health data is recorded and reviewed.
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OPERATIONS INTEGRITY MANAGEMENT SYSTEM Elements 6 and 7
Operation of facilities within established parameters and according to regulations is essential. Doing so requires effective
procedures, structured inspection and maintenance programs, reliable Operations Integrity critical equipment, and qualified
personnel who consistently execute these procedures and practices.
6.1 Operating, maintenance and inspection procedures are developed and implemented. These procedures include
Human Factors considerations and are updated at specified intervals and when changes are made.
6.2 A work permit process incorporates checks and authorizations that are consistent with mechanical and
operational risks.
6.3 Critical alarm, control, shutdown, security and emergency-response equipment is identified and tested,
and it undergoes preventive maintenance.
6.4 The temporary disarming or deactivation of critical alarm, control, shutdown, security and
emergency-response equipment is managed.
6.5 Operations with potentially higher risk are managed with special procedures.
6.6 Interfaces between operations are assessed, and procedures are in place to manage identified risks.
6.7 Environmental Aspects are addressed and controlled, consistent with policy, regulatory requirements and
business plans. They include the tracking of emissions, discharges and wastes.
6.8 Applicable laws, regulations, permits and other governmental requirements are met, and the resulting operating
requirements are documented and communicated to those affected. Compliance is periodically verified.
6.9 Proper long-term shutdown or abandonment of facilities is planned and managed.
6.10 Quality-assurance processes are in place, ensuring that facilities and materials received meet
designated specifications.
Changes in operations, procedures, site standards, facilities or personnel must be evaluated and managed to ensure that
Operations Integrity risks arising from these changes remain at an acceptable level.
7.1 A process is in place for the management of both temporary and permanent changes.
7.2 The process for managing change addresses:
■ authority for approval of changes
■ analysis of Operations Integrity implications
■ compliance with regulations and approved standards
■ acquisition of needed permits
■ documentation, including reason for change
■ communication of risks associated with the change and required mitigation measures
■ time limitations
■ training
7.3 Temporary changes do not exceed initial authorization for scope or time without review and approval.
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OPERATIONS INTEGRITY MANAGEMENT SYSTEM Elements 8, 9 and 10
ELEMENT 8: THIRD-PARTY SERVICES
Third parties doing work on the company’s behalf impact its operations and its reputation. It is essential
that they perform in a manner that is consistent and compatible with ExxonMobil’s policies and business objectives.
8.1 Third-party services are evaluated and selected using criteria that include an assessment of capabilities to perform
work in a safe and environmentally sound manner.
8.2 Third-party performance requirements are defined and communicated. They include:
■ responsibility for providing personnel appropriately screened, trained, qualified and able to perform specified duties
■a process for self-monitoring and stewardship
8.3 Interfaces between organizations providing and receiving services are effectively managed.
8.4 Third-party performance is monitored and assessed, feedback is provided, and deficiencies are corrected.
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OPERATIONS INTEGRITY MANAGEMENT SYSTEM Element 11
Assessment of the degree to which expectations are met is essential to improve Operations
Integrity and maintain accountability.
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OIMS The Characteristics of Management Systems
EACH OPERATING UNIT MUST HAVE IN PLACE PROPERLY DESIGNED AND DOCUMENTED MANAGEMENT SYSTEMS THAT
MANAGEMENT SYSTEMS PUT IN PLACE TO MEET OIMS EXPECTATIONS MUST INCORPORATE THE FOLLOWING
SCOPE AND OBJECTIVES. Scope defines the System’s boundaries and identifies interfaces with other systems,
organizations and facilities. Objectives clearly define the System’s purpose and expected results.
PROCESSES AND PROCEDURES. Processes address the steps that describe what the System does and how it functions.
RESPONSIBLE AND ACCOUNTABLE RESOURCES. Approval authorities, experience and training requirements that qualify
people to carry out their roles and responsibilities are specified for both implementation and execution of the System.
VERIFICATION AND MEASUREMENT. A System must be checked to see whether it is functioning as designed and
is achieving its stated purpose. There are two components. Verification determines that processes and procedures are
functioning and being effectively executed. Measurement confirms the quality of System processes and determines that
FEEDBACK AND IMPROVEMENT MECHANISMS. These mechanisms help ensure that actions are taken to continuously
improve the System. They use findings from assessments, and from verification and measurement activities, to enhance
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OPERATIONS INTEGRITY MANAGEMENT SYSTEM Evaluation
ONGOING EVALUATION IS ESSENTIAL TO MAKE SURE THAT THE EXPECTATIONS IN THE FRAMEWORK ARE BEING MET. OIMS
EMPLOYS INTERNAL AND EXTERNAL ASSESSMENT PROCESSES TO GAUGE THE DEGREE TO WHICH THE EXPECTATIONS ARE
BEING SATISFIED. SUCH EVALUATIONS PROVIDE THE INFORMATION NEEDED TO FURTHER IMPROVE BOTH PERFORMANCE
THE ASSESSMENT PROCESS FOCUSES ON EVALUATION OF MANAGEMENT SYSTEMS. TWO SYSTEM DIMENSIONS ARE
1. SYSTEM STATUS
■ Extent to which the five characteristics of an Operations Integrity Management System are built into the System
2. SYSTEM EFFECTIVENESS
■ How well the System is working and whether the stated objectives are being achieved.
OIMS RATINGS
Both System status and effectiveness are evaluated at a level of l to 4, with 4 being the highest level. The overall System
The overall assessable unit rating is based on the average of the individual System evaluations.
ASSESSMENT FREQUENCY
External assessments are conducted every three to five years, with the frequency within that range determined by the
Operations Integrity performance of the assessable unit and the level of risk in the unit’s operation.
Internal assessments are conducted annually in the intervening years. Systems judged by Functional Business Unit
management to have the greatest Operations Integrity impact for each assessable unit are assessed annually. Other
OI Systems are assessed at approximately the midpoint of the interval between External OI Assessments.
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OIMS Implementation for New Operations
LESS EFFORT IS REQUIRED IN OPERATIONS THAT HAVE MANY SOUND AND WELL-DOCUMENTED PROCESSES AND PRACTICES
ON WHICH TO BUILD. NONETHELESS, ACHIEVING A HIGH LEVEL OF CONFORMANCE TO OIMS EXPECTATIONS TYPICALLY
OIMS IMPLEMENTATION IS NOT A STAND-ALONE EFFORT. IT MUST BE DRIVEN BY LINE MANAGEMENT AND INTEGRATED WITH
OVERALL BUSINESS PLANS. PROGRESS MUST BE TRACKED CLOSELY AT THE UNIT LEVEL. QUARTERLY REVIEWS ARE TYPICALLY
NEEDED IN THE EARLY STAGES. PROGRESS IS STEWARDED TO SENIOR BUSINESS MANAGEMENT AT LEAST ANNUALLY.
■ Training
■ Gap identification
■ System Owners or Sponsors (typically managers) who approve the design and deployment of the System
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SP-104 R January 2004